competency analysis

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Aligning Competencies

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Human competency is cruicial from corporate strategy , need to understand the bottomline affects through study for placement management ...

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Page 1: competency Analysis

Aligning Competencies

Page 2: competency Analysis

TYPES OF COMPETENCIESSR.NO COMPETENCY DEFINATION

1 Core Competency These competencies are common across the organisation and apply to all employees.

2 Functional Competency These competencies are related with Skill, Knowledge and Attitude which are required to perform job effectively.

3 Behavioral Competency Characteristics such as motives, traits, self-concept, and values that drive behaviour required to meet job standards.

Page 3: competency Analysis

GUIDELINES FOR COMPETENCY GAP ANALYSIS

KEY JOB RESPONSIBILITIES: (FUNCTIONAL COMPETENCIES)

1. Every Department Head will actually spend at least an hour and so with the

subordinate to discuss the key job responsibilities, required competencies to perform

the job effectively / efficiently.

2. While discussing on Functional competencies (Key Job Responsibilities) HOD will use

the Job Description.

3. To identify the Behavioral and soft skills competencies both can use the list of

competencies which are provided separately. This list consist Behavior Description,

Behavior Indicator. Based on that the HOD will identify the competencies as per the

requirement of the job.

Page 4: competency Analysis

GUIDELINES FOR COMPETENCY GAP ANALYSIS

4. Following are the Guidelines how to identify the Key Job Responsibilities:

• Identify the “Big Rocks” of the Job.

• The big rocks of a job are not the day-to-day tasks, duties. They are all activities.

Big Rocks of the job are the major responsibilities, reason that we do all the

tasks. (E.g) Consider the most familiar position in the Organization is Secretary.

She has to do many tasks during the day, but there are only few of Key Job

Responsibilities The key job responsibilities of Secretary are as follow:• Handle faxes and copies.• Manage the mail.• Make travel arrangements.• Manage information.• Greet visitors to the office.

Only a small number of genuinely important results are expected from the position.

Page 5: competency Analysis

JOB DESCRIPTIONDesignation : Reporting To :

Job Code : Education :

Experience : Type of Industry :

Department :Job Purpose:

Sr.No Key Job Responsibilities Proficiency Level

Sr.No Behavioral Competency Proficiency Level

Major Critical Area:

Prepared By: Approve BY:

Date: / /

Page 6: competency Analysis

GUIDELINES FOR COMPETENCY GAP ANALYSIS

• It should be start with a Verb or Noun.

• It should be SMART (Specific, Measureable, Achievable, Time bound)

• Six, or seven big rocks will be sufficient to cover all of the important

responsibilities in most jobs.

5. Once Key job responsibilities are identified HOD will measure the Available proficiency

against required. Chart of proficiency levels are provided separately with the

description. Based on the chart HOD will find the GAP for Training.

Page 7: competency Analysis

PROFICIENCY LEVEL – FOR KEY JOB RESPONSIBILITIESLevel Description

Level - 1

Beginner:A person who is new to the job, able to do the job but unable to meet the standards and requires total supervision. This indicates the person needs total help to do the job.

Level - 2

Learner:A person who is a beginner and is able do the job though not yet consistently to the required standards and needs frequentsupervision. This indicates the person needs much help to do the job.

Level - 3

Proficient:A person who has some experience and is able to do the job to the required standards consistently, on a routine basis with occasional supervision. This indicates the person can do without much help to do the job.

Level - 4Professional:An experienced person, able to do the job to the required standards consistently without any supervision.

Level - 5

Expert:A person who is recognized as an authority for his ability to do the job to exemplary standards independently and one who is also able to coach others.

Page 8: competency Analysis

GUIDELINES FOR COMPETENCY GAP ANALYSISBEHAVIORAL COMPETENCIES:

1. Every department head will observe the individual for the expected behaviour.

2. HOD’s will refer the Competency Dictionary and identify and map the competency with the positions.

3. Department head will discuss the identified behavioral competencies with the employees.

Examples of Behavioral Competency:

1. Leadership Qualities 2. Managerial Skills

3. Supervisory Skills 4. Decision Making

For above competencies individual are expected to behave accordingly. For a successful

Manager he should possess the effective managerial skills.

Page 9: competency Analysis

GUIDELINES FOR COMPETENCY GAP ANALYSIS

SOFT SKILL COMPETENCIES:

1. As per the jobs requirement head of the department indentify the soft skills.

2. Examples of soft skills are:

• Presentation skills

• Communication skills

• Logic reasoning skills

E.g: Employee who is working on MIS (Management Information System) needs to be

proficient in Presentation skills or computer skills.

Page 10: competency Analysis

ORGANIZATIONS CORE COMPETENCIES

SR.NO COMPETENCY

1 Interpersonal Relationship

2 Communication Skills

3 Presentation Skills

4 Advance Excel

5 Team Work

6 Interpersonal Relationship

7 People Management

8 Five S

9 Time Management Skills

These competencies are identified as the core competencies which is required to demonstrate by all employees of all level in the organization. The description and behavioral indicators of all competencies are elaborated in Competency Dictionary.

Page 11: competency Analysis

COMPETENCY DICTIONARY REQUIRED PROFICIENCY LEVEL

Behavioral Competency Description Behavioral Indicators MGR EXE SUP TRN

Reasoning Skills

1. Problem solving2. Classifying and categorizing information3. Working with abstract concepts to4. Figure out the relationship of each to the other5. Questioning and wondering about natural events.

Advance Tally

Advanced Tally for better functioning of day to day accounting transactions upto finalisation.

All functions in Advanced Tally 9.

Analytical SkillsAnalytic skills refer to the ability to use logical skillsfor the analysis of information.

1. Intelligent.2. Gets to issues beneath the surface.3. Reasons through problems.4. Shows effective judgment.5. Has good insight.6. Thinks laterally.7. Tackles things from different angles.8. Recognizes the many components of a problem.

Page 12: competency Analysis

COMPETENCY DICTIONARY REQUIRED PROFICIENCY LEVEL

Behavioral Competency Description Behavioral Indicators MGR EXE SUP TRN

Presentation Skills

Competence in presenting material and getting the acceptance of the audience. Typically, a person with good presentation skills will be able to explain material clearly, will be able to present material in an appropriately structured manner, will determine the style and content of the presentation in a way he can persuade the audience and will make use of ommunication media appropriate to the topic, the audience and the setting.

1. Presents material clearly.2. Uses clear explanations.3. Use appropriate communication media.4. Uses different media to get his/her message across.5.Judges presentation style according to the audience.6. Develops a rapport with the audience.7. Stimulates the interest and8.Involvement of the audience.

Advance Excel

Excel is a versatile tool, it's capable of handling any amount of data, allowing the user to manipulate it in a multitude of ways.

1. Using Advance Filters.2. Using advance function (Hlookup, Vlookup, Conditional Statement,3. Using Pivot Table.4. Advance Charting.5. Using Macros.6. Data Validation.

Page 13: competency Analysis

COMPETENCY DICTIONARY REQUIRED PROFICIENCY LEVEL

Behavioral Competency Description Behavioral Indicators MGR EXE SUP TRN

Communication Skills

Creates an atmosphere in which timely and high quality information flows smoothly both up the organization and down, inside and outside the organization; encourages open expression of ideas and opinions.

1.Asks open-ended questions that encourage others to give their points of view.2. Refrains from immediate judgment and criticism of others' ideas, delivering criticism in a way that demonstrates sensitivity to the feelings of others.3. Waits for the other person to finish their intended message before responding.4. Keeps responsible people informed of both positive and potentially negative information.5. Encourages response and dissent to ideas and issues 6. Is an effective communicator.7. Is a good speaker.8. Knows how to get across his/her point of view.9. Makes effective use of communication media.10. Shows strong written communication skills.11. Can communicate well to an audience.

Page 14: competency Analysis

COMPETENCY DICTIONARY REQUIRED PROFICIENCY LEVEL

Behavioral Competency Description Behavioral Indicators MGR EXE SUP TRN

Interpersonal Relationship

Thinks carefully about the likely effect on others of one’s words, actions, appearance and mode of behavior. Maintains stable performance and emotional control when faced with opposition, pressure, hostility from others and/or stressful conditions.

1. Demonstrates appropriate and professional behavior at all times.2. Uses a high degree of tact and diplomacy in working with others.3. Models and exercises sound judgment regarding personal conduct.4. Is aware of one’s own style or preference and its impact on others.5. Earns the respect of others.6. Stays calm in the face of others’ anger or lack of control or when faced with complaints.

Controlling Skills

The readiness to take control of a task, situation or project and to issue instructions to others where necessary.

1. Able to take control of situations.2. Happy to be in charge.3. Able to give instructions to others.4. Does not mind telling others what to do.

Page 15: competency Analysis

COMPETENCY DICTIONARY REQUIRED PROFICIENCY LEVEL

Behavioral Competency Description Behavioral Indicators MGR EXE SUP TRN

People Management

Offering support to others (subordinates, peers and superiors) in their work.

1. Supports other peoples’ ideas.2. Encourages other people.3. Lends a hand to others.4. Helps people in their work.5. Supports team members.6. Supports subordinates.7. Supports his/her boss.8. Speak up when Your Needs are Not Being Met 9. Bring Conflict to the Surface and Get it Resolved 10. Clearly Define Working Relationships

Leadership Qualities

The ability to lead others. This generally means that, by one means or another, one will be able to get others to do what one wants. Leadership may involve encouragement, subtlety, persuasion.

1.Likes to lead rather than follow.2. Able to persuade others to do whathe/she wants.3. Able to inspire others.4. Able to encourage others.5. Able to motivate others.6. Able to persuade others.7. Makes people act.8. Takes the initiative.9. Seeks responsibility.

Page 16: competency Analysis

COMPETENCY DICTIONARY REQUIRED PROFICIENCY LEVEL

Behavioral Competency Description Behavioral Indicators MGR EXE SUP TRN

Critical Reasoning

The disinclination to accept an argument, proposition or proposal until one has become convinced of its validity or viability. To be critical or challenging means that one will look for flaws in arguments and for reasons why ideas and suggestions might fail and will demand of others that they provide a convincing defense of their arguments.

1. Challenges ideas.2. Takes a critical view.3. Provides constructive criticism.4. Needs to be persuaded before supporting an idea.5. Makes you defend your point of view.6. Looks for the flaws in arguments.7. Looks for reasons why things will not work.

Effective Managerial Skills

Ability and capacity acquired through deliberate, systematic, and sustained effort to smoothly and adaptively carryout complex activities or job functions involving ideas (cognitive skills), things (technical skills), and/or people (interpersonal skills.

1. Strategic Planning 2. Priorities & Decision Making 3. How to manage time & opportunities 4. Being a great communicator 5. Developing your managerial practices daily 6. Cultivating people skills at your workplace 7. Identifying your managerial styles 8. Principles for getting the job done 9. Moving through levels of Managerial Growth 10. Measuring/Assessing your understanding of managerial growth .

Page 17: competency Analysis

COMPETENCY DICTIONARY REQUIRED PROFICIENCY LEVEL

Behavioral Competency Description Behavioral Indicators MGR EXE SUP TRN

Negotiation Skills

Negotiation is a discussion between two individuals regarding a contract, agreement or relationship. Both partners are dependent on each other and have objectives that might contradict each other. For instance, an employee might want better pay, while an employer might want better performance from the employee. A salary negotiation might occur in which the employee offers to take on more responsibilities in exchange for better pay.

1. Reaches the agreement that best meets both sides requirements2. Should be conducted in a professional manner3. Be a solid foundation on which to build future relationships

Team Work

The ability to work well with others. This may mean either working in close cooperation with others or being able to co-operate effectively with others while working at a distance from them and in a relatively independent manner.

1.Works well with others.2. Co-operates well with others.3. Good at team work.4. A team-player.5. Likes to contribute to the work of the team.6. Sees the team's goals as important.7. Supports other team members in their work.

Page 18: competency Analysis

COMPETENCY DICTIONARY REQUIRED PROFICIENCY LEVEL

Behavioral Competency Description Behavioral Indicators MGR EXE SUP TRN

Problem Solving Techniques

Builds a logical approach to address problems or opportunities or manage the situation at hand by drawing on own knowledge and experience base and calling on other references and resources as necessary.

1. Undertakes a complex task by breaking it down into manageable parts in a systematic, detailed way.2. Anticipates the consequences of situations.3. Thinks of several possible explanations or alternatives for a situation.4. Identifies the information needed to solve a problem effectively.5. Gets input from internal/external contacts who are closest to the problem.6. Presents problem analysis and recommended solution to others rather than just identifying or describing the problem itself.7. Acknowledges when one doesn't know something and takes steps to find out.8. Anticipates potential obstacles and develops contingency plans to overcome them.9. Considers the organization’s priorities when making decisions or analyzing the costs and benefits of various alternative solutions.

Page 19: competency Analysis

COMPETENCY DICTIONARY - 2013 - 2014 REQUIRED PROFICIENCY LEVEL

Behavioral Competency Description Behavioral Indicators MGR EXE SUP TRN

Supervisory Skill

Development

A supervisor's job is to establish goals and lead a team of people to achieve them.

1. Good Team Player.2. Effectively delegates the managements message to the down line.3. Able to work in stressful working environment.4. A good decision maker.5. A good problem solver.6. A good listener.7. Taking the responsibility and giving the credit.8. Keeps the transparency.

Time Management

Skills

Time Management refers to managing time effectively so that the right time is allocated to the right activity.

1. Avoid Procrastination at All Costs.2. Set Personal Deadlines.3. Delegate Responsibilities.4. Work in a Team to achieve the desired goal in time.5. Effectively plan the projects.

Page 20: competency Analysis

COMPETENCY DICTIONARY REQUIRED PROFICIENCY LEVEL

Behavioral Competency Description Behavioral Indicators MGR EXE SUP TRN

Health & Safety

Health and safety is a cross-disciplinary area and the legal system concerned with protecting the safety, health and welfare of people engaged in work or employment.

1. Providing sufficient information, instruction, training and supervision to enable all employees of the firm to avoid hazards and contribute positively to their own safety and health at work. 2 . Providing and maintaining plant, equipment and systems of work which are safe. Providing and maintaining a safe place of work, and safe access to it where such access is under its control. 3. Making safe arrangements for the use, handling, storage and transport of articles and substances and wherever possible, eliminating the use of substances that are harmful to the environment. 4. Ensuring that a proper and effective risk assessment system identifies hazards, assesses the risks and implements measures to remove, reduce or control the risks so far as is reasonably practicable. 5. Ensuring that all accidents are investigated together with any incidents with a view to preventing recurrences.

Page 21: competency Analysis

COMPETENCY DICTIONARY REQUIRED PROFICIENCY LEVEL

Behavioral Competency Description Behavioral Indicators MGR EXE SUP TRN

Problem Solving Techniques

Builds a logical approach to address problems or opportunities or manage the situation at hand by drawing on own knowledge and experience base and calling on other references and resources as necessary.

1. Undertakes a complex task by breaking it down into manageable parts in a systematic, detailed way.2. Anticipates the consequences of situations.3. Thinks of several possible explanations or alternatives for a situation.4. Identifies the information needed to solve a problem effectively.5. Gets input from internal/external contacts who are closest to the problem.6. Presents problem analysis and recommended solution to others rather than just identifying or describing the problem itself.7. Acknowledges when one doesn't know something and takes steps to find out.8. Anticipates potential obstacles and develops contingency plans to overcome them.9. Considers the organization’s priorities when making decisions or analyzing the costs and benefits of various alternative solutions.

Page 22: competency Analysis

PROFICIENCY LEVEL - BEHAVIORAL SKILLLevel Description

Level - 1Never:A person who never shows required standard of behavior or soft skills at every given task or situation.

Level - 2Occassionaly:A person who sometimes or occassionaly shows required standard of behavior or soft skills at every given task or situation.

Level - 3Always:A person who always shows required standard of behavior or soft skills at every given task or situation.

Page 23: competency Analysis

COMPETENCY ANALYSIS GAP FORM